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INFORMATIONTECHNOLOGYLast Updated 6/26/2019Strategic Plan 2019-251

Information Technology Strategic Plan Introduction . 3Scope . 3Building Our Future @ SSU - Strategic Plan 2025 . 4SSU Mission . 4SSU Vision . 4Core Values . 4SSU Strategic Priorities . 4Guiding Principles of CSU Chancellor’s Office relevant to SSU: . 5Strategic Plan Alignment . 5Academic Affairs & IT Strategic Plan Goals & Tactics. 5PRIORITY #1: STUDENT SUCCESS . 6PRIORITY #2: ACADEMIC EXCELLENCE AND INNOVATION . 8PRIORITY #3: LEADERSHIP CULTIVATION . 11PRIORITY #4: TRANSFORMATIVE IMPACT . 11Current IT Tier 1 Projects (50) . 13STUDENT SUCCESS (16). 13TRANSFORMATIVE IMPACT (25) . 13ACADEMIC EXCELLENCE & INNOVATION (6) . 14LEADERSHIP CULTIVATION (3) . 15Completed Projects since June 2018 . 15STUDENT SUCCESS (10). 15TRANSFORMATIVE IMPACT (23) . 15ACADEMIC EXCELLENCE & INNOVATION (7) . 16LEADERSHIP CULTIVATION (1) . 16IT Guiding Strategies . 17www.sonoma.edu/IT2

3Information Technology Strategic PlanIntroductionSonoma State University (SSU) understands how important Information Technology (IT) is tothe success of our students. We support and follow the California State University’s (CSU)integrated technology strategy, led by the Cal State University Chancellor’s Office, and weparticipate in most system-wide IT services. Collaboration has served the CSU well, enablingthe system to achieve economies of scale and benefit from shared experience across thesystem. The CSU system recently embarked on the Graduation Initiative 2025 (GI 2025), whichis designed to accelerate student success and degree completion. This initiative is the basisfor Sonoma State University’s (SSU) commitment to help remove obstacles to student success,enable students to experience transformation, and make a lasting impact in the North Bayand throughout California.To align with GI 2025, campus Chief Information Officers (CIO’s) and the Chancellor’s OfficeIT services have again collaborated, this time to articulate the guiding principles, visionstatement, and key priorities for system-wide technology efforts, many of which arehighlighted here. Achieving the CSU key priorities will enable SSU IT to better support ourstudent success strategies. Because technology permeates nearly every aspect of universitylife, GI 2025 is the foundation for many of the strategies that that we have developed towardachieving these goals.ScopeThis plan encompasses all information technology across the University, including the teamsthat support the delivery of services.www.sonoma.edu/IT

Building Our Future @ SSU - StrategicPlan 2025SSU MissionSonoma State is a regionally serving public university committed to educational access andexcellence. Guided by our core values and driven by a commitment to the liberal arts andsciences, Sonoma State delivers high-quality education through innovative programs thatleverage the economic, cultural, and natural resources of the North Bay.SSU VisionSonoma State University embraces innovation in our quest to be a national model for publichigher education by 2025. Our students graduate prepared to meet the challenges of the21st century and to make an impact in the community and the world.Core ValuesOur core values are an expression of who we are at Sonoma State. We proudly embraceintegrity, respect, excellence, and responsibility as part of our Seawolf Commitment. Ourcore values include: Diversity and social justice Sustainability and environmental inquiry Connectivity and community engagement Adaptability and responsivenessSSU Strategic Priorities1.2.3.4.Student SuccessAcademic Excellence and InnovationLeadership CultivationTransformative Impactwww.sonoma.edu/IT4

5Guiding Principles of CSU Chancellor’sOffice relevant to SSU: Enable data-driven decisionsReduce costs, increase efficiencies and achieve economies of scaleShare resources and foster collaborationEnsure privacyIncrease communication and transparencyFocus on service to students and facultyEnhance quality and strive for continual improvementCreate a sustainable professional workforceFoster green ITStrategic Plan AlignmentThe purpose of the IT Strategic Plan is to set the vision of where our limited technologyresources will be aligned in order to improve the student experience and advance themission and vision of the institution. We have aligned our high level IT Initiatives with ourStrategic Priorities below:Academic Affairs & IT Strategic PlanGoals & TacticsInformation Technology within Academic Affairs added specific IT related goals, tactics, andrelated milestones to support the SSU strategic plan AS OF JANUARY 9, 2019.We are committed to this being a living, breathing process with annual assessment andmodifications. Note that if a goal is accomplished it can be changed over time or can beput in the “accomplished” category. Then, a new goal may take its place. Tactics are thesuggested strategies to help SSU reach our goals. Once refined, the tactics then will besupported by metrics and milestones, so we can measure progress annually. In the first year,we anticipate that most metrics will hinge on the initial identification of: (1) the current stateor baseline of the issues related to each tactic; (2) annual milestones for each tactic.www.sonoma.edu/IT

PRIORITY #1: STUDENT SUCCESSGOAL 1: Meet SSU's GI2025 graduation and retention goals, including elimination of equitygaps.TACTICSMILESTONESThe technology (https://www.eab.com/) calledSystematize identification,communication, and training relevantto student success best practices(including advising, scheduling, at-riskstudent support, etc.).Implement and support effectivestudent success technology support forimproved advising, early warning andoverall student academic support.EAB and EAB Mobile have been procured andimplementation is currently underway. The tool willbe used to communicate with enrolled studentsregarding advising, and other related activities asthe functional are sees fit. EAB Mobile will deliver thistool to the students’ smart phone, which can beaccessed by Wi-Fi from many locations across SSU.Work with 7 other CSU’s on a grant to implementAdmitHub, which is another technology product toincrease communication to students regardingcommon questions for students to ask 24/7.AdmitHub uses chatbots to provide aconversational artificial intelligence (AI) talkbot thatis used to answer questions. These questions/answers are pre-loaded and anticipated inadvance so the staff can focus on unique questionsrather than common requests for information andreduce face-to-face contact and provide answersaround the clock.The EAB products above address the early warningcomponent and the analytics behind EAB will allowus to target student academic support moreeffectively.Apply Online is the technology to help reducegraduation barriers by allowing students to apply forgraduation online.Identify and remove barriers tograduation and timely progress todegree. This would include tracking unitsto degree, waitlists, course schedulingto meet demand, as well asexamination of barriers to entry andpersistence.The current SSU Degree Planner is “live” for 90% ofmajors. IT has completed all technical work andintegration. This product will not be supported intothe future, so we are starting to plan for ourmigration to EAB Planner.Our future plan is to implement EAB Planner to trackunits to degree and help student to plan theircourse schedule for meeting degree requirements.www.sonoma.edu/IT6

Barriers to entry and persistence is being analyzedto determine if students fail at a certain quantity ofclasses, that “integrated advising” should ensue.The implementation of Tableau supports ourReporting & Analytics team in their efforts to providedata for data driven decision-making for neededcourse offerings and student success.GOAL 2 Create and implement a sustainable A-G (admissions to graduation) studentrecruitment and support services plan that aligns with SSU's identity as a regionally-servingand Hispanic Serving Institution.TACTICSMILESTONESCreate and implement an academicstudent support services plan thatincludes tutoring (LARC), supplementalinstruction, and advising support. Thiscould include consideration given toexpanding LARC (tutoring) hours,expanding consultation to Zoommeetings with students, and using otherinnovative ideas to respond to students’need for more instructional support.Support SSU’s diverse population with afocus on graduate and PBACenrollments and programs, devise anoverall recruitment and support plan forthose programs and schools thatincludes integrated teacher educationprograms and pathways asappropriate.Learning and Academic Resource Center (LARC)has been given access to EAB and is using thistechnology tool. Our Zoom subscription, single signon (SSO) support, and integration will continue.Yuja is a video tool that can be considered in thefuture as a replacement for Zoom. Yuja hasintegrated captioning, which is critical for ouraccessible technology initiatives (ATI). A Yuja pilot isunderway for “lecture capture” purposes, so we areunsure if this product will be offered across theuniversity in the future.A Customer Relationship Management (CRM) toolwas procured called Enrollment Marketing Platform(EMP). IT is in the process of implementation with thefunctional team.GOAL 3 Modernize SSU's teaching and learning spaces and business processes in support ofstudent success.TACTICSMILESTONESCreate and maintain twenty-firstcentury teaching and learningclassroom standards to ensure learningspaces aligned with student andcurricular needs. This includes updatingstandards to align them with onlineeducation best practices to encouragemore online offerings at SSU.The Academic Technology department, FacultyCenter, and IT department have worked withAcademic Affairs and the Academic Technologyand Instructional Spaces Subcommittee (ATISS) toestablish SSU standards for mediated classrooms.We have a plan to modernize our classroomtechnology and have detail rooms and a schedulefor implementation. The bid has been completedwww.sonoma.edu/IT7